Aaron Lauinger: get people to travel. Here's the cost. It costs money for people to travel. And then when they're in that workshop, how many of you have those workshops? And then half the people have their laptops open, right? Critical to answer emails, critical to do this, do that laptop's closed. We're here, we're now, we're present, we're focused on what we're trying to do. That workshop was gaining a lot of the ideas and the diversity of thought and perspective that we had gotten this organization to say what are the best elements of all those components that we can put together to help define how we want to engage with our clients that is different than all of our peers. Those people that you choose to be in that room, and this is a critical part, have to be influential in your business. They have to have a network and connection with other individuals. Because we've heard change management and change agents often we don't pick the right people. And that isn't always your highest performer. Who has the most credibility in your business that can take your initiative or imperative and push that forward? So we were keen on identifying the individuals who would buy into what one be part of so they can see their voice and their thoughts reflected in the work and the outcome and then be able to take that and push that down into the, you know, the middle part of the organization where you have the mass and you need this adopted at a, at a consistent level as part of all of that. Then they became our champions. They became our champions who were bought into this understanding of what it is and how and what we're trying to achieve and the why so that that can get communicated back into the business. Brian Sielaff: And I think to that point, Aaron, it's, it's, I think all these three initiatives are all on a growth mindset, and most everyone in this room is probably here because you're in a growth mindset. And Chad has said this before, if you're not growing, you're dying. But I think with that, doing nothing is really not an option. And there are some people that maybe do that, but I think that's the easy answer. It's the easy route. But to even Aaron's point of just clearly communicating to your staff, and a lot of it is, what's the wifm? What's in it for them? What are they going to get out of it? Why should they do this? Why should they commit to being part of this initiative? But it's through that full transparency of communicating to them, of, well, this is the why behind it for you. That in itself goes a long way. Justin Smith: Love that. So sometimes what I hear is when we're standing on the starting line and we're staring something down, there's a fear that if we commit to this too fully, we may find that some of the people that we love opt-out. So we've got to make this as amorphous as possible so that everybody can find a place in it. But the reality is that if we want to have laser-like focus on this, it cannot be amorphous. It has to be very clear. It's got to have firm boundaries around it. And that runs the risk of unintended consequences. I'm sure there have been no unintended consequences for any of you. Aaron, you've had no unintended consequences along the way here.
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